The engineering manager chronicles: Autonomy
<p>In a series of a few posts I would like to share some of the insights I gathered in the last few years as an engineering manager, and some of the philosophies and methodologies that arose from them.</p>
<h1>Autonomy</h1>
<p>The one thing we all aspire to. Our team-members (here, when I am talking about a “team member”, if you are a team-lead, its one of your individual contributors, or if you lead managers, it would be one of the managers reporting to you).</p>
<p>Everyone want autonomy, the ability to make decisions and move the needle in things they believe they are well capable of doing, in things they believe they know best about, and have the space to err and fix things.</p>
<p>You want it for them too — they become an extension of you, they learn how to do what you do, can think like you would, inform you only when needed and involve you when necessary.</p>
<p>But how do we achieve that? How do we provide that kind of space to our team, without compromising on our values, our responsibilities and our beliefs?</p>
<p><a href="https://medium.com/management-matters/the-engineering-manager-chronicles-autonomy-b18f53480dc"><strong>Read More</strong></a></p>